The aviation industry is often lauded for its rapid advancements in technology and mobility, yet it also grapples with persistent gender disparity in leadership and technical roles.

In Malaysia, where the aviation sector is poised for growth, Aircraft Propeller Service (APS) is setting a new standard for inclusivity and talent development. At the heart of this effort is Adibah Noh, HR Manager for Asia Pacific at APS, who is spearheading the company’s vision to build a world-class Maintenance, Repair, and Overhaul (MRO) workforce in Kuala Lumpur.

Adibah has been instrumental in establishing APS’s first greenfield MRO project in Malaysia, successfully recruiting and training nearly 30 local talents to prepare for the facility’s opening next year. She sees immense potential in Malaysia’s young, motivated workforce.

There is, however, a scarcity of skilled specialists in advanced MRO roles and a gender imbalance that continues to define the field. Yet, Adibah remains optimistic.

The mission to improve gender balance in aviation is deeply personal. Adibah’s own experiences of overcoming gender-based stereotypes have shaped her inclusive leadership approach, one that ensures every voice is heard and valued.

In this exclusive interview with People Matters Global, Adibah talks about the future of Malaysia’s aviation workforce, her strategies for cultivating talent, and her vision for breaking barriers in an industry that thrives on innovation and diversity.

How do you see local talent reshaping the future of Malaysia’s aviation industry, particularly in highly specialised areas like MRO?

I see huge potential in the young talent in Malaysia. There’s a strong pool of highly motivated and skilled individuals eager to join the aviation industry, particularly in the MRO sector.

While there are gaps in specialised skills, I believe we can bridge those by equipping these talents with the necessary technical expertise through on the job training, OEM level coursework, and specialised third party classes.

Our focus is to make sure these young professionals are not only competent but also committed to the industry.

Building a robust technical workforce in Malaysia will play a pivotal role in positioning the country as a key aviation hub in Southeast Asia.

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What challenges have you faced in building local talent for APS’s new MRO facility in Kuala Lumpur?

We are excited to establish our new MRO facility in Malaysia, the first of its kind in the region. While we’ve encountered minimal challenges overall, a challenge we have faced is the relative scarcity of skilled talent – particularly in specialised areas like advanced and in-depth propeller maintenance – in the country.

Another challenge is attracting women into technical MRO roles. Gender disparity is still a significant issue, with the majority of applicants for technical roles being men, a reflection of MRO historically being a male-dominated field.

That said, we are actively working to create a more inclusive environment to address this issue and support women in aviation.

In your opinion, why is creating an inclusive culture vital for innovation in the aviation industry?

An inclusive culture is essential for innovation in aviation because it creates an environment where diverse ideas and perspectives can thrive.

When individuals from different backgrounds, genders and experiences come together, they bring fresh, creative solutions to the table. In a rapidly evolving and high-tech industry like aviation, innovation is key to staying competitive and driving progress.

By fostering inclusivity, companies ensure that their teams have a wide range of skills and insights, leading to more effective problem-solving and creative thinking.

Employees feel more valued and empowered when their voices are heard, which not only boosts morale but also enhances productivity and problem solving. Ultimately, in an industry where safety, efficiency and constant improvement are critical, having an inclusive culture enables innovation that drives growth and keeps standards high.

Despite the industry’s progress, gender disparity remains a challenge. What steps can aviation companies take to address this issue?

To break stereotypes, I believe that mentorship should start from an early age, such as in primary school, as what children learn during this time can heavily influence their beliefs and attitudes later in life. With the involvement of both parents and teachers, along with ongoing efforts to recognise and address stereotypes, we can empower children and challenge them to embrace diversity throughout their lives.

To tackle gender disparity, companies can engage in outreach programmes and offer educational initiatives that inspire young women to explore careers in aviation. At APS, for example, we collaborate closely with local universities to recruit graduates and provide them with the necessary technical training to succeed in the industry.

Additionally, mentorship programmes play a key role in supporting women’s professional growth. These programmes offer guidance and leadership development, helping women in technical roles advance to higher positions within the company. Inclusive recruitment strategies are also essential. This includes adjusting job descriptions to be more inclusive and ensuring the recruitment process is free from gender bias.

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Moreover, fostering a supportive and inclusive workplace culture is vital. Family-friendly policies are key to helping women balance their professional and personal lives. Offering flexible working hours, maternity leave and family health benefits helps women thrive in their careers without sacrificing family.

At APS, for instance, we provide comprehensive health benefits for employees and their families, including generous allowances for regular and emergency medical needs. Our family-friendly policies, such as maternity leave and comprehensive coverage for family members under health benefits, help reduce stress and support women in maintaining a healthy work-life balance.

How did you overcome gender-based challenges in your own career, and how has this shaped your approach to leadership?

Early on in my career, I faced stereotypes and assumptions about my capabilities. In a previous company, there were instances where my ideas were overlooked in meetings, only to be adopted later when presented by male colleagues. This experience, while frustrating, taught me valuable lessons on navigating organisational systems and using my skills to be heard in the first instance.

To overcome these challenges, I focused on building my confidence, understanding the dynamics of the workplace and proving that gender is not a barrier to success. I also sought out mentors who provided support and guidance, which was crucial in helping me stay grounded and motivated.

These experiences have shaped my leadership approach. They’ve made me more conscious of the need to foster inclusivity and ensure that all voices are heard and valued. I strive to create a workplace culture that not only appreciates diversity but actively promotes equal opportunities for growth.

Through my journey, I’ve come to recognise the power of mutual encouragement. At APS, the support and receptiveness I’ve received from my global peers in the workplace have been invaluable. As a leader, I am committed to offering that same support to others.

What advice would you give to young women aspiring to build careers in the aviation sector?

My advice would be to continually focus on upgrading your skills and knowledge, and confidently contribute to them, no matter where you are or what role you're in. It’s important to add value and show up with your best effort every day.

I’d also encourage aspiring women to keep pushing the boundaries of one’s comfort level, and stay open to new opportunities because you never really know where that could take you. Even if it feels like you're just helping out or assisting, those small actions often lead to genuine connections. And those connections can open doors you might not expect.